第二篇 <;9 I@VYK
Conventional wisdom about conflict seems pretty much cut and dried. Too little !POl;%\
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to B8nf,dj?X
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark j#X.KM
creativity and motivate people in a healthy and competitive way. |jQ:~2U|
Recent research by Professor Charles R. Schwenk, however, suggests that the ~qcNEl\-y
optimal level of conflict may be more complex to determine than these simple <L mIK
generalizations. He studied perceptions of conflict among a sample of executives. ) brVduB
Some of the executives worked for profit-seeking organizations and others for >sfRI]OG
not-for-profit organizations. S/}2; \Xm
Somewhat surprisingly, Schwenk found that opinions about conflict varied E=jNi
systematically as a function of the type of organization. Specifically, managers in "oTHq]Ku
not-for-profit organizations strongly believed that conflict was beneficial to their q+L r"&'Q
organizations and that it promoted higher quality decision making than might be xO$lsZPG
achieved in the absence of conflict. tR}MrM
Managers of for-profit organizations saw a different picture. They believed that MC?,UDNd%
conflict generally was damaging and usually led to poor-quality decision making in w:%o?pKet1
their organizations. Schwenk interpreted these results in terms of the criteria for ql<i] Y
effective decision making suggested by the executives. In the profit-seeking a; rdQ>
organizations, decision-making effectiveness was most often assessed in financial >/:" D$
terms. The executives believed that consensus rather than conflict enhanced financial *}]Nf
indicators. ZO!I .
In the not-for-profit organizations, decision-making effectiveness was defined O*eby*%h
from the perspective of satisfying constituents. Given the complexities and
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ambiguities associated with satisfying many diverse constituents executives perceived u}>#Eb
that conflict led to more considered and acceptable decisions. 2VF%@p
31.In the eyes of the author, conventional opinion on conflict is________. k >F 'ypm
A) wrong +EFgE1w
B) oversimplified ~J5+i9T.
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C) misleading yW+yg{Gg:
D) unclear {FO;Yg'
注：文章第一句 l]@&D#3 ZM
32.Professor Charles R. Schwenk's research shows________. *YW/_
A) the advantages and disadvantages of conflict |>27'#JC
B) the real value of conflict * "R|4"uy
C) the difficulty in determining the optimal level of conflict /|r^W\DV&x
D) the complexity of defining the roles of conflict dI*pDDq#
注：文章第二段 -mC0+}h
33.We can learn from Schwenk's research that________. *Nw&_<\9Q
A) a person’s view of conflict is influenced by the purpose of his organization uG?_< mun
B) conflict is necessary for managers of for-profit organizations DamC F
C) different people resolve conflicts in different ways x N=i]~
D) it is impossible for people to avoid conflict . EpV;xq}
注：文章第三段 rE i Ki
34.The passage suggests that in for - profit organizations_______. n/DP>U$I&
A) there is no end of conflict 0FGe=$vD
B) expression of different opinions is encouraged 0F@"b{&0
C) decisions must be justifiable |w_7_J2
D) success lies in general agreement L/w D7/ODr
注：文章第四段，justifiable 合法化 c#a @n 4
35.People working in a not - for - profit organization________. >G );j@Q
A) seem to be difficult to satisfy [ OHxonU
B) are free to express diverse opinions k:* S&$S!E
C) are less effective in making decisions NXwz$}}Pp
D) find it easier to reach agreement Z&0' a
B C A D B
